Sunteți pe pagina 1din 15

Handbook for Community Solutions

A guide to local problem solving

table of contents
Background Introduction Inviting Others to the Table Agreeing on Desired Outcomes Deciding on which Actions to take Measuring Success Collecting and Applying Data Strategic Community Action plan Lessons Learned POssible Funding sources Resources and References Glossary Thank Yous

1 2 3 7 9 14 16 17 18 18 19 20 21

Working Draft v. 3.0


4/3/2013

handbook for community solutions: A guide

cafwd.org

background
As California begins the climb out of the longest recession since the Great Depression, now is the optimal time to rethink the way local services are delivered and rebuild our local public service infrastructure in a way that is smarter and more focused on results. In our current economic recovery mode, it is time to look at a new way of doing business. Years of budget cuts have stripped scores of public service programs down to bare bones, and many government agencies have found through necessity that collaborating with other agencies and community-based organizations can be a way to stretch funds. A carefully crafted, comprehensive strategic plan that lays the framework for government agencies and community-based organizations to work together across sectors toward common goals will both increase efficiencies and improve results. In the long-term, this kind of collaboration will create a magnified collective impact and return value for the people who finance most of these services: the taxpayers. Understandably, comprehensive strategic plan for a region or county is a massive, complex task, both administratively and politically. Even with careful adherence to a strong collaboration model and experienced staff to guide the process, the effort can still be outsized and oversold. With numerous agencies and agendas in the mix, the effort can fall of its own weight. When this happens, the participants and public turn cynical and feel that their time has been wasted on governments false promises. So should we give up? Absolutely not! We have a strong model for collaboration that can be adapted to the size and scale of your community planning effort. You can successfully use the model to tackle the priority manageable issues on a micro scale, and as you achieve success and achieve momentum, you may address macro issues. Ultimately, you may use the model to craft a comprehensive strategic plan.

introduction
Ready to bring your community leadership together to forge new solutions to shared challenges?
This Handbook walks you through the fundamentals that must be executed to successfully complete and implement a collaboration to support your community planning effort. Here, you will find best practices for any sized collaboration effort collaborations within a single community, collaborations involving a few agencies, or huge onesdistilled into an easy-to-read and easy-to-use reference document. The purpose of the Handbook is to serve as a usable reference to assist Californians in creating successful community strategic planning efforts. The Handbook includes advice for you on:

Potential Hurdles & how to clear them


It is important to acknowledge the numerous potential obstacles to collaboration. Below are some common challenges and some advice to overcome them. Politics. Research the context so you understand hot-button issues in your community and can tread lightly. Create a clear planning process that focuses on the issues. Establish guidelines for your discussions that include respect and professionalism. Do not rush the stages of group development (see p. 5). Legal Issues. At some point in the process, you may find that you need legal counsel. Its a good idea to speak with a lawyer early on to discuss your goals and objectives. See more helpful tips about Legal Counsel on page 12. Lack of Funding. If finding funding is your difficulty, start small, with a low-cost, less intense collaboration. Certainly, it is hard to obtain a grant for this type of planning work in the current economy. However, by starting small, you may attract supporters to help fund the effort as it grows (see p. 18). Cynicism. When a community has seen efforts fail in the past, people become disillusioned and pessimistic. Share facts about the positive reasons that it will work for you now. Raise the comfort level by presenting examples of similar communities that have found success. Explain the benefits to get people excited about the potential improvements.

We have a strong model for collaboration that can be adapted to the size and scale of your community planning effort.

Inviting others to the table and carefully planning your meetings Deciding on actions to take Measuring success Collecting and applying data to help evaluate the success of your effort Creating a comprehensive Strategic Community Action Plan Learning from mistakes along the way Finding funding for your project Understanding the terminology in the field
The Handbook is informed by the work of many collaborations and efforts, from anecdotes shared with us by diverse practitioners of collaborative planning to scholarly articles, books and toolkits. Throughout the text, you will find first-hand narratives of actual examples, contributed by respected practitioners in our state. Information about, and hyperlinks to, a rich assortment of articles and books that we used as sources are available in the Resources and References section. This Handbook is a work in progress, by no means set in stone. We hope that the Handbook is useful to you and your efforts, and we welcome your recommendations for changes or additions at any time.

Share your recommendations for changes or additions with us at any time by sending an e-mail to Teresa Acosta at teresa@cafwd.org.

As you reflect on your experiences with community collaboration, please feel free to offer your suggestions and share your examples with us. E-mail Teresa Acosta at teresa@cafwd.org.

Who is this Handbook for?


You may be an elected official, a public administrator, or a community-based leader. Whatever your job title or organization, this Handbook is written for youthe person with the idea, interest, and motivation to set the ball rolling for your communitys planning effort. 1 2
handbook for community solutions: A guide

Have a hurdle you want to add? Email it to teresa@cafwd.org.

cafwd.org

Handbook for community Solutions: A Guide

cafwd.org

inviting others to the table


Where should we begin?
If your community has already formed a collaboration or partnership tackling community issues, it may be possible to work within the existing structure. Introducing that group to this Handbook may help infuse new energy, more stakeholders, and a clearer method of planning into what is already underway. Integrating the best practices from this Handbook with existing efforts may make much more sense than starting anew. In the event that you will be starting from scratch, inviting local government and community stakeholders to participate in creating the plan is an essential first step in the process.

a strong vision that includes diverse perspectives, partnerships that share resources and expertise, and ownership of the plan that will foster long-term support by various facets of the community. To ensure meaningful engagement, you will need to interact with your stakeholders on a number of levels, such as those displayed in the Participation Ladder to the right. Many groups have found success using a Joint Planning approach with stakeholders and an Information-Feedback approach with the general public.

Participation Ladder

Resolution/ Prevention

How should meetings be formatted?


At a minimum, your planning effort will require several carefully planned meetings. It also may require community town halls, online surveys, focus groups, and much more. The ideal meeting format for an in-depth discussion to kick off the planning process is a workshop lasting a few hours. It is a good idea to research other collaborative efforts you might use as potential models, see how they structured their meetings, and look to them for specific tools like sample agendas and survey questions. Arrange each meeting at a time and place you think is convenient for the majority of stakeholders. Anticipating attendees needs by providing snacks, free parking, and if possible, child care, will make your meeting more attractive and accessible. Send your invitation out well in advance of your meeting date to help ensure a higher turnout. In your invitation, state the purpose of the meeting clearly, and include a brief agenda. Make sure to end with contact information for questions, and request responses so you can keep a headcount of who is coming.

Litigation Leaders General Public


cafwd.org

Mediation

Joint Planning

Who is the right convener?


A neutral, respected organization with a community-wide presence is usually most appropriate to lead the development of a community planning effort. A convener should be able to command authority and supply dedicated, talented staff to the effort. The bigger the effort, the more staff support you will need. You might consider asking your county to initiate the development of a strategic plan in your community. If there is an individual or organization that is better suited, reach out, explain your idea, and ask for help.

Consultation

Information Feedback

Education

Sample Invite List

Government Leaders, including: City mayors, council members and staff County supervisors and county administrators Special district officials (e.g., water, sanitation), board members and staff School district officials (K-12 and higher education), board members and staff State legislators, state agency representatives Federal legislators, federal agency representatives

WhoM should we invite to participate?


If you are the convener, begin by building a comprehensive list of stakeholders to invite. A strong community planning effort invites the participation of all entities whose existing functions or services are within the anticipated scope of the plan. To get to a real discussion of how resources will be allocated, utilized, and possibly re-deployed, you must have people from the government entities that have decision-making power at the table. You should encourage the participation of all aspects of the community, and include neighborhood leaders in your list. Make sure your list is inclusive, diverse, and thoughtful. Be aware of and sensitive to the politics of your community; not inviting one or the other leader/organization in your community might be mistaken as a slight, so err on the side of caution and invite more rather than fewer people. Since managing a meeting for a very large group is difficult, you may want to hold separate meetings for different sectors or geographic areas. Note that it is important to invite stakeholders to the table early on. Outreach to a broad group of stakeholders will help build:

Source: Connor, D.

Will it help to have an external facilitator?


Yes! If possible, you should find a skilled, external facilitator to guide and support the discussion. A facilitator will be a neutral party that will ensure the agenda is followed, promote mutual understanding, and cultivate shared responsibility. A facilitator also will balance participation so that no squeaky wheel dominates the discussion or has disproportionate influence over the priorities set by the group.

Community Leaders, including: Leaders of community-based organizations Business leaders Parent leaders (e.g., on the board of the PTA) Leaders of worker groups Health care leaders Faith community leaders Community activists

How can we lay out the facts about what our community needs?
Before your first meeting, you will need to gather data to help the stakeholder group understand the context in which your community planning effort is taking place. A recent, thorough community assessment would be ideal, if you have one. Some environmental data you may bring to the meeting include: Inventory of resources and assets, including local government budgets and financial reports Current community report cards Information about the local economy Research on the cultural and political landscape Demographic data by geographic area, such as census data

cafwd.org

Handbook for community Solutions: A Guide

handbook for community solutions: A guide

Sharing this data at the meeting will help the group identify strengths and assets (human, physical, and economic) of the community, as well as needs. While you may have done a SWOT Analysis in the past, it is important to take current stock in a group setting of your Strengths, Weaknesses, Opportunities and Threats. Together, your group should identify:

In order to make sure that many opinions and perspectives are heard, it is helpful to discuss each issue area with the entire group (preferably in sub-groups) and make decisions based on general consensus, or the vote of the vast majority. At a minimum, you need a majority vote to make a decision.

Strengths: characteristics of the community that give it an advantage over others Weaknesses: characteristics that place the community at a disadvantage relative to others Opportunities: external elements that the community could use to its advantage Threats: external elements in the environment that could cause trouble for the community

Should we take minutes?


You should delegate someone to record the minutes of the meeting. Your meeting minutes provide a permanent record of the meeting proceedings, keep track of progress, and inform absent stakeholders of what happened.

What should we know about group dynamics?


Anticipate that your group will undergo a series of stages as it coalesces and people learn to work together on developing the Action Plan. UC Davis cites Bruce Tuckmans four stages of group development: 1. Forming: the polite stage in which group members build a tentative trust 2. Storming: the difficult, conflict-ridden stage in which the group balances power and decision-making 3. Norming: the stage in which the group makes decisions and divides responsibilities 4. Performing: the stage in which expectations are clear and members move forward

EXAMPLE 1: Stakeholders and Representation

Rick Cole, Former City Manager, City of Ventura

How can we determine the values in the room?


Since the members of your group will have different perspectives and ideas about what is important in the community, you will need to prepare for a discussion of community values. This discussion is very valuable, especially if done at the beginning. Stakeholders ownership will be strengthened if they participate in this process early on. Address values up front by starting your meeting with a neutral, anonymous values inventory survey. It is helpful to display the results graphically to show the stakeholders an image of their own range of perspectives on given values. After identifying individual values, work with small groups to compile their sets of values. Use the data to compile the whole groups list of shared values. Now, you have an aggregate set of values from all stakeholders that will guide the planning work.

When assembling a stakeholder list to participate, dont think narrowly. It is important to have voices who may not have an obvious stake in the issue involved. The City of Ventura, for example, appointed a broad range of leaders and activists to review its Disability Access plan. Not only were disabled members of the community and their advocates consulted, but business and civic representatives were enlisted to serve whod never been involved in the disability issue. This ensured not only a broader set of perspectives in reviewing the plan, it avoided unpleasant surprises when the plan went before the City Council because the broad outreach made a much larger cross-section of the community aware of the issues and trade-offs involved. Be alert as well that having stakeholder representatives at the table doesnt in any way ensure the larger groups they are drawn from will support the outcomeor even the process. It is critical that stakeholder representatives (and the broader process) reach out beyond those directly involved throughout the process to ensure broader understanding during the process if broader buy-in at the end of the process is a goal. Having one of each stakeholder community sit at the table is no guarantee the broader stakeholder communities will feel they were consulted or their views heard. Beware tokenism and the patronizing assumption that stakeholder groups are homogenous. Sometimes the fiercest disagreements arent between different stakeholder representatives but between members of the same stakeholder community who dont see eye to eyewhether from personal history, differing opinions or simply resentment about being represented by someone else. Above all, stress that the goal is the common good not just a compromise between diverse interest groups. The focus should be on effectively addressing the issue together, not finding the lowest common denominator. Too often a solution that involved parties can all live with wont get to the heart of solving a problem. In fact, if everyone involved is too close to the existing issue, they may have a hard time even agreeing on what the problem is in the first place. Disinterested participants bring fresh perspective and remind existing stakeholders that the task is not satisfying the groupits coming up a plan that will work better than the status quo. 5 6
handbook for community solutions: A guide cafwd.org

What if there is conflict in our meeting?


Discuss conflict management up front with the group and list ground rules for the discussion that should be posted somewhere visible throughout the meeting. You may wish to start with these suggested rules and add to them as your group sees fit: Listen actively, and respect others when they are talking Seek the maximum involvement of all stakeholders Facilitate an open exchange of ideas and dialogue (a balance of brainstorming, inquiry and advocacy) Focus on ideas; separate people from ideas Seek clarification by asking questions Invite and respect minority viewpoints Use time well, following the structure of the process Create a safe space for risk, experimentation and success

cafwd.org

Handbook for community Solutions: A Guide

agreeing on desired outcomes


Now that the stakeholders are at the table, the initial values inventory survey has been taken, and the ground rules have been set, it is time to discuss and agree on your shared vision, desired outcomes, and goals.

Beginning with the end in mind will help your group frame the challenges and problems you wish to address and define the core focus of the effort. Working backward from the goals also will help the group set milestones and take action. It is best to select a minimum of three issues around which to deliberate. Having several issues on the table attracts more discussion and prevents the kind of hard-core debate that leads to intractable opposition.

EXAMPLE 2: Addressing specific problems


Mary McMillan, Deputy County Administrator, San Mateo County
The County of San Mateo with representation from the 20 cities established the City/County Association of Governments (C/CAG) in order to make a collective impact in several areas: countywide congestion management, integrated solid waste management, expenditure program for the AB 434 clean-air funds and storm-water pollution management. http://www.ccag.ca.gov The Storm-water Pollution Prevention Program (STOPP) for example, is a response to mandates imposed by federal and state legislation and the San Francisco Bay Regional Water Quality Control Board to reduce non-point discharge sources. San Mateo County and its cities are required to obtain a storm-water discharge permit to minimize the pollutants in that flow into the Bay. C/CAG has been designated as the administrator of this program. As a result, our local jurisdictions joined together as co-permittees. C/CAG is the policymaking authority responsible for implementation and compliance with the Countywide NPDES Municipal Storm-Water Discharge Permit, ensuring efficient countywide compliance and coordination reducing pollution and meeting permit requirements.

What is the difference between our vision and our desired outcomes?
Your shared vision describes your collective list of desired outcomes. In simple terms, it is where the group wants to go and what the group wants to accomplish. For example, California Forward has put forth a vision characterized by three Es: 1. Prosperous Economy 2. Quality Environment 3. Community Equity Through a statewide civic engagement effort lasting more than a year, California Forward came up with five suggested outcomes: 1. Increased Employment 2. Improved Education 3. Decreased Poverty 4. Decreased Crime 5. Improved Health The specific goals you choose support your vision and the outcomes you desire. Developing clear goals for your community will help the group set genuine priorities.

How should we develop our goals?


You will need to generate and refine a menu of tangible goals within each outcome (e.g. All 3rd-graders should be able to read at a 3rd-grade level or the high school dropout rate should be cut in half) that stakeholders can choose from. Your goals should be SMART goals: Specific, Measurable, Attainable, Relevant and Timely.

Specific target a specific area for improvement Measurable quantify or at least suggest an indicator of progress Assignable specify who will do it Realistic state what results can realistically be achieved, given available resources Time-related specify when the result(s) can be achieved.
Source: Doran, 1981.

cafwd.org

Handbook for community Solutions: A Guide

handbook for community solutions: A guide

cafwd.org

deciding on which actions to take


You have decided on your goals. Now, you should develop a set of hypotheses about what actions you need to take to reach those goals and ultimately achieve your desired outcomes. You can develop your set of hypotheses by asking key questions, such as: Expected change: what is the specific change that is desired? Target group: whom are you trying to reach? Location: where is the change expected to take place? Timeline: by what time will the change take place? Measure: how will the change be measured? (number or percentage)

Logic Model Template 1


Resources In order to accomplish our set of activities we will need the following: Activities In order to address our problem, or asset we will conduct the following activities: Outputs We expect that once completed or underway these activities will produce the following evidence of service delivery: Short- & Long-Term Outcomes We expect that if completed or ongoing these activities will lead to the following changes in 1-3 then 4-6 years: Impact We expect that if completed these activities will lead to the following changes in 7-10 years:

Source: W.K. Kellogg Foundation

how can we connect activities and outcomes?


It is important for those involved in the planning to be able to explain why they think new actions will improve results. The written Action Plan should articulate how strategies will be implemented and include activities and services to be performed, associated costs, designation of responsibilities, priority order, and time frame involved for the effort to reach its goals and desired outcomes. There are several logic models you can use to connect your proposed activities to your ultimate desired outcome. Logic models are effective tools to assist in program planning, implementation, management, evaluation, and reporting. You will find that the essential three main components of a logic model are: inputs, activities, outcomes. To the right are two suggestions of templates you might choose to complete. 4
Influential Factors

Logic Model Template 2


5
Strategies

Assumptions

Problem or Issue

Desired Results (outputs, outcomes & impact)

Community Needs/Assets

Source: W.K. Kellogg Foundation

cafwd.org

Handbook for community Solutions: A Guide

10

handbook for community solutions: A guide

cafwd.org

Is it important to Have a Lawyer?


At some point in this planning process, you may find you need legal counsel. As you develop plans for change, you may encounter conflict with existing laws and policies. A lawyer is a resource to help you understand the legal issues involved and the process and procedures that must legally be followed. When necessary, a lawyer also can help you with litigation or the appellate process to further your cause.

EXAMPLE 3: Using a Results Framework

Ed Honowitz, Board Member, Pasadena Unified School District

The Community Schools collaboration in Pasadena has evolved from a set of regular meetings between the city manager, superintendent, mayor and board president into a focus on further institutionalizing the connection between the city and schools. Several community meetings focusing on City/District collaboration have honed the focus of this effort. Both city and district staff along with parents participated in a planning and sustainability conference by the National Center for Community Schools. That led to a large scale planning process between the city and district staff to develop a joint city/schools work plan based on the Results Framework from the Coalition for Community Schools: www.communityschools.org/ assets/1/AssetManager/CS_Results_Framework.pdf. There have already been a number of increasingly significant collaborations between the city health, human services, police and others city departments and the school district seeking to better align delivery of services with the needs of school families. The city/ schools work plan has been refined through numerous stakeholder meetings gathering input from groups including the local business community, non profit leadership, parents, students, community members and faith leaders. The revised work plan will be presented to a joint meeting of the School Board and City Council on February, 19 2013. The multi year plan that is projected to be adopted at that meeting will form the framework of collaborative efforts in aligning community resources to strengthen families and neighborhoods and increase student achievement. The plan can be found on the City of Pasadena Human Services web site at http://www.ci.pasadena.ca.us/ Department.aspx?theme=Olive&pageid=6442467543. In addition, through the efforts of grass roots advocacy organizations such as invest in PUSD Kids (www.iipk.org) there has been a push for the addition of an eighth guiding principal in the city general plan that states A vibrant public education system is valued and supported as the shared responsibility of our community. The city general plan update process should conclude by the end of 2012. City / School collaboration is being tangibly demonstrated in a series of joint use groundbreakings and openings of new facilities that include two new jointly funded school gyms and new Healthy Start Family Center school based health clinics. http://healthy-start.madison.pasadenausd.org

Legal counsel for your collaboration

Dennis Hernandez, Attorney at Law, Luna & Glushon

Below are some questions you might ask to determine whether a lawyer would be helpful to you in your collaboration. Remember that a lawyer is a resource, but does not always have all the answers. It is up to you to determine the role of the lawyer as best suits your needs. What is the applicable law? If you are in front of a school board, does the issue involve the State Education Code or the Federal Elementary and Secondary Education Act? If you are in front of a county board of supervisors or a city council, are there local, state or federal laws that you must understand in order to make your case? The lawyer can help you understand the legal framework for the issues you are confronting. What is the process? A lawyer can help you identify and understand any procedural issues that must be followed to make your case. Many public entities have rules and procedures that must be followed in order to raise an issue or to appeal a ruling. Oftentimes, your recourse is legal action that will require the assistance of a lawyer, but may also require you to exhaust other possible remedies before you run to court. A lawyer can help you sort through these issues and avoid any problems or pitfalls. What resources are available? A lawyer can help you use get useful information through legal means. The California Public Records Act provides a means to get access to public records and other documents that are useful in your cause. The Brown Act requires city councils and other public entities to deliberate in the open and can be a useful tool for citizens. A lawyer can help you employ these resources effectively in your strategic planning. What are the roles and responsibilities among the partners? After you have identified your partners and have set your goals and objectives, who is responsible to accomplish those goals and how is the work to be divided? Agreements among the parties or memorandum of understanding may be necessary, especially where the partners involve participating organizations or corporate entities. Do you need to incorporate? If you are soliciting donations or accepting funds from a public agency or foundation, you may need to consult with a lawyer to determine whether you should incorporate. A lawyer can help you decide whether to incorporate and what is the appropriate form of incorporation for your organization. They can also help you determine whether your organization would qualify as non-profit for tax purposes. Are there other legal issues that you should know about? A lawyer can help you identify any other issues that you need to be aware of in your action plan. If you are engaged in advocacy, what are the rules regarding lobbying and when are you required to register as a lobbyist? If fundraising, are there state, local or federal rules or regulations governing your fundraising activity?

cafwd.org

Handbook for community Solutions: A Guide

11

12

handbook for community solutions: A guide

cafwd.org

EXAMPLE 4: data-driven systemic intervention

Scott MacDonald, Chief probation officer, Santa Cruz county

In the early 2000s it appeared inevitable to many Santa Cruz County justice stakeholders that a new jail would need to be constructed due to an overcrowded facility. The probation department, as a member of Jail Crowding Task force recommended a number of strategies to reduce unnecessary jail days. A national review led to an enhanced pretrial release program utilizing validated assessments to determine who could be released to make court appearances without reoffending during the court process of determining guilt. Another strategy was determined after the collection and analysis of probation data. The probation case management system and jail data revealed that there were probationers who would be jailed for an average of 40 days after returning on a bench warrant issued for failing to report to probation. The probation office would frequently not have current addresses to remind them on their reporting responsibilities that is delineated in small font on the back of their court sentencing order, or probationers did not respond to letters warning them of the consequences of not reporting. Given the high probation caseloads and numerous other tasks, there simply wasnt the time or resources to find probationers. While failing to report to probation is a clear violation of the rules, tremendous expense is spent on the arrest, litigation, and jailing of these individuals who are in trouble for violating rules, not crimes. The data and analysis of this problem led to the proposed solution to partner with a local non-profit, Friends Outside, with an initial budget of $35,000 to help locate and reconnect probationers who are not reporting to their probation officers. The result has been tremendous. There has been a 63% decrease in warrants and an increase in probation engagement and success. Each averted warrant means an average of 40 days of jail at over $80 dollars a day has been avoided. It also means that a swift and corrective action has been taken to reconnect and engage probationers to their probation officers. Finally, the Sheriff has not had to build his way out of the jail crowding problem, the most costly solution of all. In the first five years of operation the Warrant Reduction Advocacy Program (WRAP) has saved over 15,000 jail days and 1.2 million dollars. WRAP just one example of many solutions that can be derived from data based systemic interventions. The process is simple: 1. Identify the problem (jail crowding) 2. Use a combination of aggregate and qualitative data (data triangulation) to fully understand what is going on and determine baselines to measure change (40 days jail is spent for each person returning on a warrant). 3. Identify a solution and hypothesis (Friends Outside will reduce warrants) 4. Test the solution by collecting data after the systemic intervention (67% reduction in warrants). 5. Repeat process and start over if the tested solution disproves hypothesis. Cumulatively, the WRAP and other programs successfully reduced the jail population by 25% and a new jail was not needed.

measuring success
You have described your vision, listed your desired outcomes, and agreed on clear goals. You have linked these to specific activities and expected outputs. Now, review your goals and identify what will constitute success in reaching them. Measuring success is important for two main reasons: 1. To demonstrate progress toward goals 2. To challenge the group to commit to success, which may mean modifying activities according to the results

How will we measure success?


The best way to monitor your success is by tying your goals to key performance indicators. By tying your goals to indicators, your group can constantly monitor its success toward achieving its goals. Choose the indicators that make sense for your community planning effort and its goals. When selecting indicators, pay attention to: Data availability: which data is possible to collect Usefulness: relevance of evaluation findings to goals Simplicity: ideally, three indicators per outcome People often expect indicators to be perfect, and when there is not unanimity on perfect indicators, planning efforts can stall out. Remember that no indicator is perfect. The goal is to get to the best available indicator, and be willing to revise the indicators as better ones are discovered or new data become available.

How many indicators should we develop?


It is best to develop at least three indicators of success for each of your determined outcome areas so that you can best monitor your progress. Your indicators should focus on quantitative data sets but also include qualitative information. Quantitative indicators report percentages and number values, such as employment rates, graduation rates, attendance rates, obesity rates, and crime rates. Qualitative indicators measure the quality of the change by describing changes in perception by the community.

How should results be articulated?


Indicators should be clearly articulated in your planning document, along with a way to report the results periodically and transparently. Whether you decide to have an online dashboard, a yearly report card, or a regular meeting to review the status of your work, you must include some mechanism to report on your success to the community.

cafwd.org

Handbook for community Solutions: A Guide

13

14

handbook for community solutions: A guide

cafwd.org

EXAMPLE 5: Assigning Responsibilities to Actions


Bill Lindsay, City Manager, City of Richmond
The City of Richmond developed a five-year Strategic Business Plan as one of the key tools for implementing its new General Plan 2030, which is a comprehensive and bold vision of the Citys future. The Strategic Business Plan looks five years ahead in this longterm vision, and identifies the objectives, supporting actions, and success indicators for five distinct and overarching goals that link to the various elements of the General Plan. In all, there are over 200 supporting actions to be undertaken and to measure within the current five-year Strategic Plan. We understood, however, that it wasnt enough to simply identify and measure results for the supporting actions of the Strategic Plan. It was important to have a process in place that operationalized its focus on these supporting actions. To accomplish this, we linked each supporting action and success indicator to a specific staff person responsible for achieving the target result. We described that staff person as who we should thank when the work was done and the desired outcome was achieved. Thus, each supporting action and each success indicator had an owner or sponsor. Knowing that what gets measured gets done, we also understood that it was important to put into place a process that reported results on a regular basis. Rather than simply produce a written report, we instituted quarterly meetings, organized around the five overarching goals, which were attended by the measurement sponsors. The sponsors would report on the status of their work, thus providing an up to date measure of activity, and would also identify specific areas of success and where there were specific obstacles to achievement, which were shared with the group. The quarterly meetings, then, became, not just a measurement tool, but also a forum for exchanging ideas and best practices.

collecting & applying data


What do we need to decide about data collection?
Now it is time to identify how, when, and by whom data will be collected. Your group should discuss and decide on: Data sources (such as community surveys, financial data, census data, studies) Method of data collection Frequency of data collection Responsibility for data collection Resources needed for data collection

How should we analyze our data?


Once data is compiled, it must be analyzed. How you analyze the data will depend on the questions you ask about achieving your goals. For example, you may ask: Did we do what we set out to do? What worked and what didnt? What could be done differently? What difference are our changes making? How have we improved the efficiency and effectiveness of service delivery? Have we reduced the demand for state-funded services?

How will information be shared?


A summary of the data and analysis information should be shared in a publicly accessible format, such as in a dashboard or scorecard. Having this up-to-date information regularly available allows managers to make informed decisions, staff to see their performance, and the public to see real-time progress. Ultimately, for each desired outcome, your group should complete a chart like the following:

Sample data collection chart


Outcome area:
Indicator Level at which you want the data/target group Type of data/ method for collecting data Where is the data available (source)? How often is the data available? When will you begin collecting data and how often? When will you collect baseline data? Analysis needed? Who will do analysis? How will information be shared?

Source: UC Davis School of Education CRESS Center


cafwd.org Handbook for community Solutions: A Guide

15

16

handbook for community solutions: A guide

cafwd.org

strategic community action plan


California Forward has coined the term Strategic Community Action Plan to describe a comprehensive strategic plan for a region or county, created through an open and transparent process by a group of locol government agencies, organizations, and community leaders who collaborate to more efficiently and effectively deliver services. A full-scale Strategic Community Action Plan may be formatted in a number of ways, and it may describe a unique process to arrive at the end result. However, there are some common elements of a well designed and well written Action Plan. In a Strategic Community Action Plan, the strategic planning process is continuous from problem identification through tracking results. That process should include: Identifying the problem(s) or issue(s) that the community is dealing with

lessons learned
As data is collected and analyzed, it is important to catalog the lessons learned, the specific positive takeaways and constructive criticisms gained from conducting specific activities. Each lesson learned provides concrete data to support a statement of:

Something learned from experience, An adverse experience that is captured and shared to avoid a recurrence, An innovative approach that is captured and shared to promote repeat application,
A specific entity should be given the responsibility of evaluating the effectiveness of the overall plan, an activity that includes documenting the lessons learned. Periodic, or even frequent, evaluation should be built into the plan so that activities can be regularly modified and adjusted to better achieve goals and desired outcomes.

Deciding on measurable community goals directed at solving the identified problem(s) Establishing a clear understanding of the outcome that that will be reached in solving the
problem(s)

or the knowledge acquired from an innovation or an adverse experience that leads to a process improvement.

Allocating responsibility Tracking results


Each step requires a high degree of public engagement, which should include: Engaging a diverse group of government leaders, residents, business leaders, and community and neighborhood activists

Agreeing on the problem the community is trying to solve Identifying the current services available and focusing those on the client Figuring out the best ways to integrate services in a site-based delivery system
Ultimately, your Action Plan should:

possible funding sources


How might we fund our planning effort?
Resources are required for any community planning effort, and those resources have some cost. Up front, a collaboration may rely on leveraging existing resources (such as time and meeting materials), but depending on the size and scale of the effort, it may require additional dedicated staff and contractor time. You may look to your county board of supervisors, who often have some discretionary funding, or the major statewide foundations for some grant money to begin. However, potential participants in this type of planning should not wait for funding to get started. Start with what you can afford, and build on that.

1 2 3 4 5

Clearly define the problem to be solved Outline the goals to be achieved and the metrics to be used to measure progress toward those goals Describe the public services that will be delivered Articulate the roles and responsibilities of the participating entities Identify specific state regulatory or statutory barriers to accomplishing the goals, if any, and develop an alternative that would be more effective at improving results. (Note that it may be necessary to request legislative relief.)
17 18

cafwd.org

Handbook for community Solutions: A Guide

handbook for community solutions: A guide

cafwd.org

resources & references


Annis, R., Beattie, M., Gibson, R. (2006). Rural Development Institutes Regional Roundtable Handbook for the Community Collaboration Process. Retrieved from http://www.brandonu.ca/rdi/files/2011/07/ CCP_ProcessHandbook.pdf California Forward. (2011). Smart Government: Improving Performance and Accountability. Retrieved from http://caforward.3cdn.net/ff3b553ad6c8e9cce3_czm6bvqdu.pdf Cities, Counties and Schools Partnership. (2000). Stretching Community Dollars: Cities, Counties and School Districts Building for the Future. Retrieved from www.ccspartnership.org Connor, D. (1988). A New Ladder for Citizen Participation. National Civic Review. Retrieved from http:// geography.sdsu.edu/People/Pages/jankowski/public_html/web780/Connor_1988.pdf Doran, G. T. (1981). Theres a S.M.A.R.T. way to write managements goals and objectives. Management Review, Volume 70, Issue 11 (AMA FORUM), pp. 35-36. Gardner, Sidney L. (2005). Cities, Counties, Kids, and Families: The Essential Role of Local Government. Lanham, MA: University Press of America. Gorski, Paul C. (2012). Guide for Setting Ground Rules. Critical Multicultural Pavilion Awareness Activities. Retrieved from http://www.edchange.org/multicultural/activities/groundrules.html Government Finance Officers Association. (2005). BEST PRACTICE: Recommended Budget Practice on the Establishment of Strategic Plans. Retrieved from http://www.gfoa.org/index.php?option=com_ content&task=view&id=1554 Institute for Local Government. (2012). Collaboration and Partnerships. Retrieved from http://www.cailg.org/collaboration-partnerships Melaville, A., Jacobson, R., Blank, M. (2011). Stories from the Field Supplement. Scaling Up School and Community Partnerships: The Community Schools Strategy. Retrieved from http://www. communityschools.org/assets/1/AssetManager/Scaling%20Up%20Community%20Schools%20 Stories%20Supplement%20FINAL.pdf Preskill, H., Beer, T. (2012). Evaluating Social Innovation. Retrieved from http://www. evaluationinnovation.org/sites/default/files/EvaluatingSocialInnovation.pdf The Pell Institute for the Study of Opportunity in Higher Education, the Institute for Higher Education Policy, and Pathways to College Network. (n.d.) Evaluation Guide. Retrieved from http://toolkit. pellinstitute.org/evaluation-guide/ UC Davis School of Education CRESS Center - Center for Community School Partnerships. (n.d.) Community School Partnerships Toolkit. Retrieved from http://education.ucdavis.edu/post/communityschool-partnerships-toolkit US Department of Commerce, Office of the Chief Information Officer Investment Review Board. (n.d.) Lessons Learned Submission and Form Instructions. Retrieved from http://ocio.os.doc.gov/ CommerceITGroups/Commerce_IT_Review_Board/PROD01_007947 Washington State Auditors Office. (n.d.) Performance. Retrieved from http://www.sao.wa.gov/EN/Audits/ PerformanceAudit/Pages/Performance.aspx White House Council for Community Solutions. (n.d.) Resources for Communities. Retrieved from http:// www.serve.gov/new-images/council/pdf/CommunityCollaborativeToolkit_all%20_materials.pdf W.K. Kellogg Foundation. (2004.) Logic Model Development Guide. Retrieved from http://www.wkkf. org/knowledge-center/resources/2006/02/WK-Kellogg-Foundation-Logic-Model-Development-Guide.aspx

glossary
This Handbook uses a number of terms to describe collaboration and resource-sharing activities that may not be familiar to you. Key terms are defined briefly here, for your reference.
Collective impact initiatives: Long-term commitments by a group of important actors from different sectors to a common agenda for solving a specific social problem. Their actions are supported by a shared measurement system, mutually reinforcing activities, and ongoing communication, and are staffed by an independent backbone organization. (Kania, 2011) Key performance indicators, or indicators: Specific performance measures used to evaluate progress toward achieving a goal. Lessons learned: Useful project management information gained through experience that your organization should retain for future use and that can be relevant to other organizations. Depending on the lesson, it could be a valuable technique or an outcome that you wish to repeat or it could be an undesirable result you wish to avoid. (US Department of Commerce) Logic model: A systematic and visual way to present and share your understanding of the relationships among the resources you have to operate your program, the activities you plan, and the changes or results you hope to achieve. (W.K. Kellogg Foundation, 2004) Stakeholder: A party with an interest or concern in the issue at hand. A stakeholder can be defined narrowly, such as a leader of a certain group, or broadly, such as a resident in a specific community. Strategic Community Action Plan: A strategic plan created through an open and transparent process by a group of local government agencies, organizations, and community leaders who collaborate to more efficiently and effectively deliver public services. A Strategic Community Action Plan sets goals, identifies strategies and programs to advance those goals, and assigns roles and responsibilities among partners. SWOT Analysis: A strategic planning method developed by Stanford Research International in the 1960s, used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in a project or in a business venture. (Humphrey, 2005)

While not specifically mentioned in the Handbook, there are several other related terms and concepts that you may come across in your research. They include:
Integrated service delivery: The concept of coordinating the delivery of public services across government entities. Joint use: A term that refers to two or more entities sharing a public facility space, such as a school auditorium or field, or a civic center. Wraparound services: Community-based intervention services that emphasize the strengths of the child and family and includes the delivery of coordinated, highly individualized unconditional services to address needs and achieve positive outcomes in their lives. (Welfare and Institutions Code 18351(d))

cafwd.org

Handbook for community Solutions: A Guide

19

20

handbook for community solutions: A guide

cafwd.org

thank yous
This Handbook was made possible by the efforts of the many practitioners of collaborative community planning who have shared their best practices and lessons learned with us. Special thanks goes to the Leadership Council, staff, and consultants of California Forward and the dedicated members of the Advisory Group.

notes

Advisory Group Members


Luis Ayala, Councilmember, City of Alhambra Rick Cole, Parish Administrator, San Buenaventura Mission Michael DiVirgilio, Councilmember, City of Hermosa Beach Sid Gardner, President, Children and Family Futures John Gioia, Supervisor, Contra Costa County Ed Honowitz, Board Member, Pasadena Unified School District Bill Lindsay, City Manager, City of Richmond Nick Macchione, Director, HHSA, San Diego County Shelly Masur, Board Member, Redwood City School District Mary McMillan, Deputy County Administrator, San Mateo County Deanna Niebuhr, Associate Director, Partnership for Children and Youth Irella Perez, Board Member, Whittier City School District Connie Chan-Robison, Executive Director, Center for Collaborative Planning Richard Zaldivar, Executive Director, The Wall Las Memorias Project

cafwd.org

Handbook for community Solutions: A Guide

21

22

handbook for community solutions: A guide

cafwd.org

cafwd.org

Handbook for community Solutions: A Guide

23

24

handbook for community solutions: A guide

cafwd.org

facebook.com/CAFwd

@moveCAFwd
info@cafwd.org Sacramento 916.491.0022 San Francisco 415.362.9650 Los Angeles 213.488.9054

S-ar putea să vă placă și